With the introduction of voluntary menopause action plans from April 2026, and mandatory requirements for larger employers coming into force in 2027, organisations are being asked an important question: are they truly ready, or simply compliant on paper?
The risk is that many businesses will approach this as a governance exercise, creating policies and documents to meet regulatory expectations, without addressing the underlying culture that determines whether those policies will succeed. As I see in my work with organisations, there is often a gap between intent and lived experience, and menopause is no exception.
Menopause is not a niche issue. In the UK, around one third of the female population are currently perimenopausal or menopausal, making this one of the fastest-growing demographics in the workforce. Yet despite being a universal life stage, it is still not openly discussed in many workplaces.
The Cost of Manopause
The impact is significant. Around 2 in 5 employees experiencing menopause have considered leaving or have left their jobs due to symptoms, while nearly half say it affects their ability to work. The economic cost is equally stark, with an estimated £1.5 billion lost annually due to women leaving the workforce, alongside further losses from absence and presenteeism.
This is not just a wellbeing issue; it is a clear talent and productivity challenge that organisations can no longer afford to overlook.
There is still not enough conversation around menopause and perimenopause, and the range of symptoms and experiences is vast. For many, this is not a single moment in time but an extended transition that can begin years earlier than expected and manifest in very different ways.
What I am starting to see, however, is a broader shift towards talking about women’s health more generally rather than isolating menopause as a single issue. That feels like a more holistic and sustainable direction, although progress remains quite sporadic. Some organisations are doing this well, particularly those investing in awareness, education and support, but many are still at a much earlier stage.
Blind Spots
Despite growing awareness, support often fails to translate into meaningful day-to-day experience. Too often, organisations place the burden on individuals to manage these challenges themselves.
Behind every employee is a life being lived, and that life inevitably includes periods of change and challenge. Whether it is perimenopause, menopause, or the broader context of caring responsibilities that many midlife employees are also managing, organisations need to support people to succeed in a way that is sustainable. Expecting individuals to simply ‘push through’ not only undermines wellbeing, but also impacts performance, engagement and retention.
The key challenge is moving away from positioning these as individual issues for employees to manage, and instead creating cultures where leaders take accountability for providing support.
A key barrier is the assumption that managers already have the skills to handle these conversations. In reality, relational capability is often underdeveloped.
Understanding: the First Step
We are more connected than ever, yet the quality of our workplace relationships is declining. Conversations around menopause and perimenopause require trust, empathy and confidence, and these are not innate skills. They need to be learned and practised.
Leaders need to be able to regulate their own responses, put themselves in someone else’s position, and communicate in a way that makes people feel heard and supported. Too often, leaders jump straight to solutions, when what is needed first is understanding.
The shift to hybrid working has added another layer of complexity. While flexibility is essential, it has also created more isolated working experiences for many employees.
During the pandemic, there was a sense of shared experience. Now, individuals are often navigating challenges such as menopause or perimenopause more privately, without the same level of informal support or connection. This makes it even more important for organisations to create deliberate opportunities for meaningful interaction and open dialogue.
For HR leaders preparing for the upcoming deadline, assigning ownership and auditing current provision are critical first steps. But action plans must go beyond documentation and translate into practical, everyday support.
That starts with equipping managers. Training leaders to respond with empathy and confidence is essential, giving them the tools to have conversations, offer appropriate support and avoid defaulting to silence or discomfort. Without this, policies risk sitting unused.
Small, practical adjustments can also make a meaningful difference. Access to cooler spaces, flexible dress codes, desk fans or cold water may seem simple, but they directly address common symptoms and signal that the organisation is paying attention to real needs.
The Importance of Flexibility
Flexibility is another key lever. Symptoms such as sleep disruption or fatigue can make rigid schedules difficult, so offering flexibility around hours, breaks or hybrid working can help employees remain productive and engaged.
Organisations should also make better use of the support they already have in place. Many offer employee assistance programmes, wellbeing resources or health benefits that can support those experiencing menopause, but awareness is often low. Actively promoting these resources is a simple but effective step.
Equally important is normalising the use of leave and support. Employees need to know that it is acceptable to take time off or ask for adjustments without fear of judgement. Creating peer networks or coaching spaces can also reduce isolation and help individuals feel less alone in their experience.
Perhaps most importantly, organisations must actively normalise the conversation. Awareness events, leadership sponsorship and visible advocacy all help to break down stigma. A governance document built on top of a culture of silence will not hold up in practice.
Many organisations pride themselves on being supportive or ‘nice’, but that can sometimes mask a reluctance to address difficult topics. When conversations around menopause and women’s health are avoided, it can lead to disengagement and, ultimately, attrition.
A Matter of Culture
People do not leave organisations purely for more pay. They leave when they do not feel supported, understood or able to be open about their experiences. Increasingly, the question is whether organisations are offering not just compensation, but humanity.
Menopause and perimenopause typically occur at a stage when employees bring decades of experience, insight and leadership capability. Losing that talent represents a significant organisational risk, but supporting it effectively presents an equally significant opportunity.
The introduction of menopause action plans is a positive step forward, but their success will depend on what sits beneath them. Without a culture that enables open conversation and equips leaders with the right skills, even the most well-designed plan will struggle to deliver meaningful impact.
The organisations that get this right will not only meet the requirements of the legislation, but will build more inclusive, resilient and high-performing workplaces as a result.
Lucinda Quigley
Having spent 15 years working in publishing gaining commercial and managerial experience Lucinda started her coaching career by running her own business before joining Talking Talent in 2019. Lucinda has developed and delivered inclusive leadership programmes for clients such as Blackrock, Morgan Stanley and NatWest, supporting diverse talent to thrive within the workplace. Talking Talent is a global business well known for providing award-winning DE&I programmes and coaching within world-renowned organisations.